Performance Systems Model
The performance systems model originated from the performance ABC model (Antecedent conditions, behavior, and consequent event). Antecedents, behaviors and consequences are the three basic components of a behavior: an antecedent is that somewhat triggers the behavior; a behavior is anything an individual does; a consequence is something that follows the behavior. In more complex situations, antecedent conditions are split into two categories: conditions (supports) and directions; consequences are split into two categories: motivational consequences and feedbacks; and the behavior component is just defined as performer. This expansion of the ABC model resulted in basic five components in the performance systems model (Figure 1). The detailed definition for the five variables in the individual performance system are (Tosti, 2005):
Support: The physical, social, and organizational environment that enables the performer to take action to achieve desired results. It consists of the workspace, working conditions, tools, structure, and policies.
Direction: Clear communication of what the performer is expected to accomplish. It may also include information of the means by which it is to be accomplished and the priorities for action.
Performers: The people who, through their conduct and their execution of tasks, produce the desired results. This includes the performer’s own history, capabilities and skills, interests, and so on.
Motivational consequences: Events that occur as a result of a performance that either increase or decrease the likelihood of future action by the performer.
Feedback: Information about the outcome or results that effect a change in the direction or form of the action.
The performance systems model is a systemic model. With the “systems logic”, the model provides insight into the interdependent relationships among the variables. One also can scale the analysis up or down to the appropriate level (e.g. job, process, or organization). The big five components can be further classified with subcategories (Table 1).
Support: The physical, social, and organizational environment that enables the performer to take action to achieve desired results. It consists of the workspace, working conditions, tools, structure, and policies.
Direction: Clear communication of what the performer is expected to accomplish. It may also include information of the means by which it is to be accomplished and the priorities for action.
Performers: The people who, through their conduct and their execution of tasks, produce the desired results. This includes the performer’s own history, capabilities and skills, interests, and so on.
Motivational consequences: Events that occur as a result of a performance that either increase or decrease the likelihood of future action by the performer.
Feedback: Information about the outcome or results that effect a change in the direction or form of the action.
The performance systems model is a systemic model. With the “systems logic”, the model provides insight into the interdependent relationships among the variables. One also can scale the analysis up or down to the appropriate level (e.g. job, process, or organization). The big five components can be further classified with subcategories (Table 1).
Reference
- Tosti, D. T. (2005). The big five: The evolution of the performance systems model. Performance Improvement, 44(9), 9-13.